Knowledge-oriented leadership, knowledge management behaviour and innovation performance in project-based SMEs. The moderating role of goal orientations

Zia, Najam Ul

doi:10.1108/jkm-02-2020-0127

Cited by 101 publications

(107 citation statements)

References 65 publications

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“…A significant research stream explored the role of knowledge and the development of routines (Carayannis et al , 2017) and capabilities (Bingham et al , 2019; Eggers and Kaplan, 2013). Meanwhile, the understanding of the strategic notion of knowledge and KM for business performance can be considered a turning point in the field of research (Paoloni et al , 2020; Ensslin et al , 2020; Zia, 2020; Pellegrini et al , 2020; Obeso et al , 2020; Heisig et al , 2016; Nag and Gioia, 2012). Recently, scholars (Zhang et al , 2020; Loon, 2019) have defined KM as a comprehensive three-set of strategies, processes and practices concerning knowledge generation, dissemination and application.…”

Section: Literature Reviewmentioning

confidence: 99%

Dispersed knowledge management in ecosystems

Gomes

Faria

Borini

et al. 2021

JKM

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Purpose Accessing and sharing dispersed knowledge in ecosystems is neither easy nor automatic. In ecosystems, focal firms should purposely create the right conditions and act to deal with dispersed knowledge. This study aims to investigate how focal firms manage dispersed knowledge in ecosystems characterized by a set of autonomous, heterogeneous, yet interdependent actors involved in experimentation under uncertainty. Design/methodology/approach Following a conceptual framework based on preceding literature, this study conducted a broad qualitative case study of 6 firms and 12 projects, with 43 semi-structured interviews to identify the patterns of actions associated with dispersed knowledge management (KM) in ecosystems. This paper combines coding and multiple case comparisons to examine the processes and strategies used by the firms to strategically manage dispersed knowledge in ecosystems. Findings This paper proposes a framework that articulates a new type of orchestration (dispersed knowledge orchestration) and offers a new set of dispersed knowledge strategies (transfer, modularity and circular) for ecosystems. Practical implications Innovation and knowledge managers play the roles of dispersed knowledge orchestrators. The study offers guidance on how focal firms should carefully use a particular set of approaches (e.g. integrative theorization) including a portfolio of dispersed knowledge strategies in ecosystems. Originality/value Current literature on KM and ecosystem management offers a limited understanding of how organizations manage dispersed knowledge in ecosystems. The research provides three major original contributions. First, the framework contributes to broadening the current understanding of ecosystem orchestration by identifying the micro-foundations of dispersed knowledge orchestration: integrative theorization, nurturing distributed sensemaking and a new chapter for ecosystem governance (i.e. dispersed knowledge governance). Moreover, the framework proposes a new type of strategy, the dispersed knowledge strategy. Finally, by exploring the interplay between the micro-foundations of dispersed knowledge orchestration and dispersed knowledge strategy, the results contribute to a multi-level approach in the field.

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Section: Literature Reviewmentioning

confidence: 99%

Dispersed knowledge management in ecosystems

Gomes

Faria

Borini

et al. 2021

JKM

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“…Stanislas [ 59 ] analyzed the indicators that affect sustainable construction and found that the personal charm of the project manager is one of the crucial indicators that can improve leadership effectiveness. Zia [ 60 ] reckoned that the emotional intelligence of project managers could improve partnerships and promote effective communication between project members. Maqbool [ 61 ] pointed out project managers with high emotional intelligence who bear the desired competencies and exhibit transformational leadership behavior are influential leaders and ensure higher success in projects than their counterparts.…”

Section: Discussionmentioning

confidence: 99%

Understanding the Impact of Transformational Leadership on Project Success: A Meta‐Analysis Perspective

Zhao

Dong-jiao

Chen

2021

Computational Intelligence and Neuroscience

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This paper aims to systematically analyze the reasons for the differences in the relationship between transformational leadership (TL) and project success and apply meta-analysis to summarize which dimensions of TL are the main driving forces for project success. Adopting the meta-analysis approach, we investigated 31 independent studies (N = 6475) and studied the theoretical moderators of this relationship from the perspectives of mediating variables, cultural background, and document type to test whether the moderating effects can explain the inconsistent research results. The results reveal that TL positively affects project success and leadership charm is the primary driver of TL. Also, the existence of a mediating mechanism has a more significant impact on the success of the leading project. Meanwhile, compared with project construction under the Western cultural background, countries with Eastern culture are more inclined to use a people-oriented philosophy for project management to promote project success. This research provides an empirical perspective to help project leaders select management talents, regulate leaders’ words and deeds, and cultivate technical and soft leadership skills. Besides, this paper proposes a unique and nuanced view of the relationship between TL and project success, enhancing people’s understanding of the TL’s role in influencing project success.

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“…One of these resources/capabilities is knowledge, and the ability to manage it (i.e., the knowledge management capability) has been continuously linked to business innovation performance (Zia 2020 ). Firms with ICT capabilities can adequately capture and manage information about the market and their customers, enabling them to develop appropriate innovation processes to satisfy their customers.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

The effect of ICT and higher-order capabilities on the performance of Ibero-American SMEs

Gaviria-Marín

Matute

Baier-Fuentes

2021

Comput Math Organ Theory

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Information and communication technologies (ICT) has the ability to create value by enabling other firm capabilities. Based on the ICT-enabled capabilities perspective, this study explores the direct and indirect effects between lower- and higher-order capabilities, such as ICT, knowledge management capability (KM) and product innovation flexibility (PIF), on the performance of Ibero-American small- and medium-sized enterprises (SMEs). This paper uses second-order structural equation models to test the research hypotheses with a sample of 130 Ibero-American SMEs. The results contribute to filling the gap in the SME-focused literature on empirical studies examining ICT-enabled capabilities and firm performance. The results show an enabling effect of ICT on higher-order capabilities, such as KM and PIF, which, by acting as mediating variables, create value and improve performance through innovation in firms.

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Knowledge-oriented leadership, knowledge management behaviour and innovation performance in project-based SMEs. The moderating role of goal orientations

Cited by 101 publications

References 65 publications

Dispersed knowledge management in ecosystems

Dispersed knowledge management in ecosystems

Understanding the Impact of Transformational Leadership on Project Success: A Meta‐Analysis Perspective

The effect of ICT and higher-order capabilities on the performance of Ibero-American SMEs

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